Following your time in strategic consulting, what is it like to now be working on transformation from within Telefónica España?
For me, the big difference is that here, the decisions made on projects directly affect the company you work for, and your colleagues with whom you have shared a part of your professional life at some point… And that changes everything.
From the inside, transformation is more emotional, more realistic; you connect the dots and ideas more quickly because in many cases you’ve lived through them: long-standing systems that need changing, processes and routines that have been in place for years, and teams that have to keep driving their business forward right in the middle of the whole change process.
And then, there’s also something really lovely about it: when things work out, you see your colleagues happy… and that’s priceless.
In a company like Telefónica, what does ‘transformation’ really mean beyond the concept of digitalisation?
It means simplifying, making decisions that are sometimes uncomfortable, and aligning technology, business and people. And, above all, it means accepting that not everything can be done at once (even though we all want it done yesterday).
Ultimately, it’s about ensuring that a company the size of Telefónica is able to move with greater agility… without losing the reliability our customers expect.
What are the main drivers of transformation today in a large telecommunications company like Telefónica España?
There are several programmes running in parallel as part of the strategic plan; but if I had to summarise it without giving too much away, I would say:
- Simplify (which sounds easy… but isn’t at all).
- Modernise and standardise technology so that it doesn’t hold us back in the future.
- Make better use of data and AI, beyond the headlines. This would require a separate chapter.
- Work in a more cross-functional way, with fewer silos.
- And, very importantly, support people through the change.
All of this, without losing focus on the customer, who comes first; therefore, all of this is done to improve their experience with us.
How does your previous experience working with different sectors and clients benefit you in your current role within the organisation?
It gives you perspective… and also a certain ability to anticipate potential errors or problems that might arise. Sometimes you feel a bit like ‘Jiminy Cricket’ when talking to colleagues, but you simply have no choice. When you’ve seen many transformations, you start to recognise patterns: you know where something is going to get stuck, when an idea sounds good but won’t work out, or when a client is telling you something important… even if they don’t say it directly.
It also helps you not to lose sight of the client and to convey that to the teams. Sometimes, within large organisations, it’s easy to focus on internal matters. Having been in a role with such a clear client focus constantly reminds you that all of this only makes sense if it delivers real value.
What skills do you consider key for working in transformation environments within large-scale companies?
I can tell you what has worked for me:
- Translating complexity: making sure something very convoluted, whether technical or business-related, can be understood in five minutes.
- Truly understanding the business, being critical, asking questions… Not just sticking to the technology or the figures.
- Knowing how to talk to very different roles (from an engineer to a CEO) and understanding their perspective on the same concept.
- Building trust within your team and the ‘customer’ side, because without that, no transformation is worth it.
- Have patience, tact, and always a sense of humour. We often receive feedback that could ruin the project or the team’s experience, and for that there is nothing better than putting it into perspective and applying a bit of humour.
Transforming a company like Telefónica isn’t about running a sprint… it’s more like a marathon. And it’s best to approach it with energy, preparation and a certain perspective.
